Disclosures

Group of people near an Air Canada Express airplane on the tarmac, with some in uniform and others in business attire, under a clear blue sky.

This section provides an overview of key sustainability data and performance indicators across our operations. The information disclosed reflects our commitment to transparency and accountability and includes metrics aligned with leading sustainability frameworks and indices. These disclosures cover areas such as resource consumptions environmental impact, and operational safety, offering insight into our progress and priorities in building a more sustainable future.

Please note that on December 6, 2024, Chorus completed the sale of its Regional Aircraft Leasing segment, including Falko Regional Aircraft (“Falko”). 2024 disclosures exclude Falko data; therefore, year over year comparisons for some disclosures may demonstrate large fluctuations as a result of this change in data collection.

GRI Index

Reference	Category	Disclosure	2024 Response
2-1	The organization and its reporting practices	Organizational details	Chorus Aviation Inc. 3 Spectacle Lake Drive, Suite 380 Dartmouth, Nova Scotia, B3B 1W8 Canada. See the 2024 Annual Information Form dated February 19, 2025 (the “2024 AIF“), pages 4 and 5 under the headings “Corporate Structure” and “The Chorus Business.”
2-2	The organization and its reporting practices	Entities included in the organization’s sustainability reporting	See the 2024 AIF, pages 4 and 5 under the headings “Corporate Structure” and “The Chorus Business.”
2-3	The organization and its reporting practices	Reporting period, frequency and contact point	Chorus’ 2024 sustainability updates cover the calendar year from January 1, 2024 to December 31, 2024. Please contact us at sustainability@chorusaviation.com for questions on the report.
2-4	The organization and its reporting practices	Restatements of information	No restatements of information.
2-5	The organization and its reporting practices	External assurance	We did not seek external assurance for this disclosure. It has been reviewed and approved by Chorus executive.
2-6	Activities and workers	Activities, value chain and other business relationships	See the 2024 AIF, pages 6 – 10 under the heading “Three-Year History” and “Contract Flying.”
2-7	Activities and workers	Employees	See the 2024 AIF, page 13 under the heading “Resources.”
2-9	Governance	Governance structure and composition	See Chorus’ 2025 Management Proxy Circular (the “2025 Proxy Circular“), page 37, “ESG Update”. See also the “People and Governance” section of Chorus’ website: www.chorusaviation.com. The Governance, Nominating and Compensation Committee is the standing committee of the Board of Directors with responsibility for the oversight of sustainability.
2-10	Governance	Nomination and selection of the highest governance body	The Directors are nominated and elected at each annual shareholder meeting of Chorus in accordance with the Corporation’s Restated Articles of Incorporation and Third Amended and Restated By-Law No.1. See the 2025 Proxy Circular, pages 35 and 36 under the heading “Nomination of Directors.”
2-11	Governance	Chair of the highest governance body	The Chair is an independent member of the Board of Directors. See the 2025 Proxy Circular, page 28 under the heading “Director Independence.”
2-12	Governance	Role of the highest governance body in overseeing the management of impacts	See “Sustainability” section of Chorus’ website: www.chorusaviation.com. Also, see the 2025 Proxy Circular, page 38 under the heading “ESG Update, Governance.”
2-13	Governance	Delegation of responsibility for managing impacts	See “Sustainability” section of Chorus’ website: www.chorusaviation.com. Also, see the 2025 Proxy Circular, page 38 under the heading “ESG Update, Governance.”
2-14	Governance	Role of the highest governance body in sustainability reporting	See “Sustainability” section of Chorus’ website: www.chorusaviation.com. Also, see the 2025 Proxy Circular, page 38 under the heading “ESG Update, Governance.”
2-15	Governance	Conflicts of interest	See the “People and Governance” section of Chorus’ website: www.chorusaviation.com for the “Board Mandate” and the “Code of Ethics and Business Conduct.”
2-16	Governance	Communication of critical concerns	Chorus engages the services of ClearView, an independent third party, which provides an Ethics Reporting Hotline that is available year-round, 24 hours a day, 7 days a week to receive reports of potential misconduct. See our “Code of Ethics and Business Conduct” and “Ethics Reporting Policy” available on Chorus’ website: www.chorusaviation.com.
2-17	Governance	Collective knowledge of the highest governance body	See the 2025 Proxy Circular, page 38 under the heading “ESG Update, Governance.”
2-18	Governance	Evaluation of the performance of the highest governance body	See the 2025 Proxy Circular, page 35 under the heading “Assessments.”
2-19	Governance	Remuneration policies	See the 2025 Proxy Circular, page 24 under the heading “Director Compensation” and page 47 under the heading “Executive Compensation”. Beginning 2023, Chorus incorporated sustainability objectives into its annual incentive plans.
2-20	Governance	Process to determine remuneration	See the 2025 Proxy Circular, page 24 under the heading “Director Compensation” and page 47 under the heading “Executive Compensation”. Beginning 2023, Chorus incorporated sustainability objectives into its annual incentive plans.
2-23	Strategy, policies and practices	Policy commitments	See “Governance Documents” on the “People and Governance” page of Chorus’ website, as well as our “Code of Ethics and Business Conduct”.
2-24	Strategy, policies and practices	Embedding policy commitments	Chorus’ Code of Ethics and Business Conduct sets out the corporation’s policy commitments. In addition, the Ethics Reporting Policy provides reporting avenues. These polices are available on the People & Governance Page of the Chorus website under “Governance Documents.”
2-25	Strategy, policies and practices	Processes to remediate negative impacts	Chorus’ Code of Ethics and Business Conduct sets out the corporation’s policy commitments. In addition, the Ethics Reporting Policy provides reporting avenues. These polices are available on the People & Governance Page of the Chorus website under “Governance Documents.”
2-26	Strategy, policies and practices	Mechanisms for seeking advice and raising concerns	Chorus’ Code of Ethics and Business Conduct sets out the corporation’s policy commitments. In addition, the Ethics Reporting Policy provides reporting avenues. These polices are available on the People & Governance Page of the Chorus website under “Governance Documents.”
2-27	Strategy, policies and practices	Compliance with laws and regulations	In 2024, Chorus Aviation did not receive any material fines relating to non-compliance with laws and regulations.
2-28	Strategy, policies and practices	Membership associations	The Chorus group of companies, individually or collectively, hold the following memberships: • National Airlines Council of Canada (NACC) • Air Transportation Association of Canada (ATAC) • Canadian Council for Aviation and Aerospace (CCAA) • Ontario Aerospace Council (OAC) • Federally Regulated Employers – Transportation and Communications (FETCO) • Program Advisory Committee members (PAC) at Confederation College, Sault College and Seneca College, CQFA • Canadian Association of Defense and Security Industries (CADSI) • International Society of Transport Aircraft Trading (ISTAT) • Western Canada AME Association • Halifax Chambers of Commerce • ATAC (Air Transport Association of Canada) • AIAC (Aerospace Industries Association of Canada) • AAAA (Army Aviation Association of America) • ISTAT (International Society of Transport Aircraft Trading) • Ontario Aerospace Council • North Bay and District Chamber of Commerce • EASA (European Aviation Safety Agency) • ERA (European Regions Airlines Association) • Ontario AME Association • Regional Aviation Association of Australia
2-29	Stakeholder engagement	Approach to stakeholder engagement	Chorus’ identified its sustainability priorities by reaching out to stakeholders. Chorus’ materiality index is included in the sustainability section of its website: www.chorusaviation.com/sustainability. In addition, Chorus reaches out to its stakeholders as follows: Investors – through quarterly analyst calls; Employees – through employee surveys, focus groups, newsletters and employee resource groups; Customers – regular meetings and discussion with corporate customers; Suppliers – procurement processes; Communities – Charitable events, donations and volunteerism; Industry Associations – participation with industry groups and committees focused on advancing a safe, secure and sustainable aviation industry.
2-30	Stakeholder engagement	Collective bargaining agreements	We maintain open and mutually beneficial relationships with our unions and associations, which represent approximately 86% of our 4160 active employees (both full-time and part-time). At Jazz, the Vice President of Employee Relations and Operations Support, working with the labour relations team, is responsible for negotiating, implementing and overseeing collective agreements. At Voyageur, the Vice President Maintenance and Engineering, working with the Director Human Resources and Labour Relations, is responsible for the same functions.
3-1	Material topics	Process to determine material topics	See the Materiality Assessment section under the Sustainability page of Chorus’ website.
3-2	Material topics	List of material topics	See the Materiality Assessment section under the Sustainability page of Chorus’ website.
3-3	Material topics	Management of material topics	See the Materiality Assessment section under the Sustainability page of Chorus’ website.
201-1	Economic performance	Direct economic value generated and distributed	See Q4 2024 Chorus Consolidated Financial Statements.
201-2	Economic performance	Financial implications and other risks and opportunities due to climate change	See the 2024 AIF, page 42 under the heading “Climate change risks impact Chorus’ business strategy” and page 43 under the heading “Legislative or regulatory developments hinder Chorus’ profitability and future growth.”
201-3	Economic performance	Defined benefit plan obligations and other retirement plans	See the 2024 AIF, page 46 within the section “Financial and Legal Risk” and 2025 Proxy Circular page 67 under the “Pension Benefits” section.
201-4	Economic performance	Financial assistance received from government	Chorus did not receive any government financial assistance in 2024.
205-1	Anti-corruption	Operations assessed for risks related to corruption	Bribery and corruption are of particular concern to us as they involve the misuse of a position of trust for private gain. Our Anti-Bribery and Anti-Corruption Policy explains what constitutes bribery and other forms of corruption and requires our employees to take appropriate measures to prevent anyone from engaging in such conduct.
205-2	Anti-corruption	Communication and training about anti-corruption policies and procedures	Our employees who are exposed to increased risk of situations involving bribery or corruption are trained to identify those risks, avoid engaging in illegal conduct, and seek assistance when in doubt. Chorus’ Code of Ethics and Business Conduct sets out the conduct expected of Chorus’ employees and directors.
205-3	Anti-corruption	Confirmed incidents of corruption and actions taken	No incidents of corruption reported in 2024.
206-1	Anti-competitive behaviour	Legal actions for anti-competitive behavior, anti-trust, and monopoly practices	No relevant actions taken in 2024.
302-1	Energy	Energy consumption within the organization	See the “GHG Emissions Summary Table” below.
302-2	Energy	Energy consumption outside of the organization	See the “GHG Emissions Summary Table” below.
305-1	Emissions	Direct (Scope 1) GHG emissions	See the “GHG Emissions Summary Table” below.
305-2	Emissions	Energy indirect (Scope 2) GHG emissions	See the “GHG Emissions Summary Table” below.
305-3	Emissions	Other indirect (Scope 3) GHG emissions	See the “GHG Emissions Summary Table” below.
305-4	Emissions	GHG emissions intensity	See the “GHG Emissions Summary Table” below.
305-5	Emissions	Reduction of GHG emissions	See the “GHG Emissions Summary Table” below.
306-1	Waste	Waste generation and significant waste-related impacts	We generate operational waste within our aircraft hangers, in our offices and on our aircraft. We have recently strengthened and expanded our waste data collection to better measure what we intend to manage. Our public reporting now includes hazardous and electronic waste volumes in addition to operational waste. See the “2024 Operational Waste Table” below.
306-2	Waste	Management of significant waste-related impacts	We strive to reduce waste by taking a life-cycle approach to waste management, including by emphasizing waste minimization and reuse of serviceable materials. We believe that the entire aircraft lifecycle should be taken into consideration when considering aviation sustainability, since aircraft have environmental impacts and considerations at every stage from production to disassembly.
306-3	Waste	Waste generated	See the “2024 Operational Waste Table” below.
306-4	Waste	Waste diverted from disposal	See the “2024 Operational Waste Table” below.
306-5	Waste	Waste directed to disposal	See the “2024 Operational Waste Table” below.
307-1	Environmental Compliance	Non-compliance with environmental laws and regulations	No incidents of non-compliance reported in 2024.
308-1	Supplier Environmental Assessment	New suppliers that were screened using environmental criteria	See our 2024 Modern Slavery Report.
308-2	Supplier Environmental Assessment	Negative environmental impacts in the supply chain and actions taken.	See our 2024 Modern Slavery Report.
402-1	Labour/Management Relations	Minimum notice periods regarding operational changes	Notice periods depend on any statutory and/or contractual requirements applicable to employees in different jurisdictions. Policies and collective agreements applicable to Canadian-based employees must respect this minimum but can be supplemented by the employer or provided for in collective agreements.
403-1	Occupational Health and Safety	Occupational health and safety management system	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-2	Occupational Health and Safety	Hazard identification, risk assessment, and incident investigation	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-3	Occupational Health and Safety	Occupational health services	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-4	Occupational Health and Safety	Worker participation, consultation, and communication on occupational health and safety	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-5	Occupational Health and Safety	Worker training on occupational health and safety	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-6	Occupational Health and Safety	Promotion of worker health	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-7	Occupational Health and Safety	Prevention and mitigation of occupational health and safety impacts directly linked by business relationships	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-8	Occupational Health and Safety	Workers covered by an occupational health and safety management system	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-9	Occupational Health and Safety	Work-related injuries	See the 2024 AIF, page 30 under the heading “Security and Safety.”
403-10	Occupational Health and Safety	Work-related ill health	See the 2024 AIF, page 30 under the heading “Security and Safety.”
416-1	Customer health and safety	Assessment of the health and safety impacts of product and service categories	See the 2024 AIF, page 30 under the heading “Security and Safety.”
416-2	Customer health and safety	Incidents of non-compliance concerning the health and safety impacts of products and services	See the 2024 AIF, page 30 under the heading “Security and Safety.”
401-1	Employment practices	New employee hires and employee turnover	As at December 31, 2024, the Corporation and its subsidiaries had approximately 4,753 employees.
401-3	Employment practices	Parental leave	In 2024, 46 employees took Parental leave and 40 employees took Maternity leave.
404-1	Training & education	Average hours of training per year per employee	Jazz employees received approximately 55 hours of training per employee. Each Jazz pilot received approximately 95 hours of training during 2024. During 2024, approximately 1200 Jazz employees received first aid training. During 2024, 86 Voyageur employees received 16 hours of first aid training per employee. Cygnet Aviation Academy, collaboration with CAE, delivers an all in-one program on state-of-the-art aircraft, flight training devices, and full-flight simulators through which cadets can achieve their Integrated Airline Transport Pilot License and acquire an airline specific type rating over a 20-month program. Cygnet and CAE combine high-technology and leading-edge digital education and training to prepare direct-entry-ready First Officers for Canadian airlines
404-2	Training & education	Programs for upgrading employee skills and transition assistance programs	Development and training are important to giving our employees the skills, opportunities and confidence they need to thrive. At Jazz, every flight attendant trainee is given 25 hours of familiarization flying under the mentorship of a qualified flight attendant. In addition to offering new hires the opportunity to develop confidence through teamwork and real-life experience, familiarization flights provide current cabin crews the chance to share their wealth of knowledge. The Jazz Customer Excellence Flight program was relaunched in 2023 after a brief hiatus. The program provides cabin crews recognition for their areas of excellence and build on their strengths by offering guidance and support. It represents an opportunity for onboard mentorship, recognition, and support from Inflight Managers to Flight Attendants.
404-3	Training & education	Percentage of employees receiving regular performance and career development reviews	100% of management and administrative employees receive performance reviews.
405-1	Diversity & Equal Opportunity	Diversity of governance bodies and employees	See the “2024 Diversity Table” under the Sustainability section of the Chorus website.
405-2	Diversity & Equal Opportunity	Ratio of basic salary and remuneration of women to men	Jazz mean average: 37.3% Voyageur mean average: 20%
406-1	Non-discrimination	Incidents of discrimination and corrective actions taken	Chorus recorded no incidents of discrimination in 2024.
407-1	Freedom of Association & Collective Bargaining	Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk	86% of our employees are covered by a collective agreement.
408-1	Child Labour	Operations and suppliers at significant risk for incidents of child labor.	See our 2024 Modern Slavery Report.
409-1	Forced or Compulsory Labour	Operations and suppliers at significant risk for incidents of forced or compulsory labor.	See our 2024 Modern Slavery Report.
412-1	Human Rights Assessment	Operations that have been subject to human rights reviews or impact assessments.	See our 2024 Modern Slavery Report.
413-1	Local Communities	Operations with local community engagement, impact assessments, and development programs	Community engagement is a key pillar of the Chorus sustainability program. Our Healthy Communities efforts are about contributing to the sustainability of the communities where we live and work. Examples of these projects include the support of marginalized members of our communities by addressing food insecurity, homelessness, physical and mental health and resilient environments.
413-2	Local Communities	Operations with significant actual and potential negative impacts on local communities	Chorus identified no operations with significant actual and potential negative impacts on local communities in 2024.
414-1	Supplier Social Assessment	New suppliers that were screened using social criteria	See our 2024 Modern Slavery Report.
414-2	Supplier Social Assessment	Negative social impacts in the supply chain and actions taken	See our 2024 Modern Slavery Report.
418-1	Customer Privacy	Substantiated complaints concerning breaches of customer privacy and losses of customer data	Chorus incurred no substantiated complaints concerning breaches of customer privacy and losses of customer data in 2024.
413-1	Local Communities	Operations with local community engagement, impact assessments, and development programs	Community engagement is a key pillar of the Chorus sustainability program. Our Healthy Communities efforts are about contributing to the sustainability of the communities where we live and work. Examples of these projects include the support of marginalized members of our communities by addressing food insecurity, homelessness, physical and mental health and resilient environments.
413-2	Local Communities	Operations with significant actual and potential negative impacts on local communities	Chorus identified no operations with significant actual and potential negative impacts on local communities in 2024.
414-1	Supplier Social Assessment	New suppliers that were screened using social criteria	See our 2024 Modern Slavery Report.
414-2	Supplier Social Assessment	Negative social impacts in the supply chain and actions taken	See our 2024 Modern Slavery Report.
418-1	Customer Privacy	Substantiated complaints concerning breaches of customer privacy and losses of customer data	Chorus incurred no substantiated complaints concerning breaches of customer privacy and losses of customer data in 2024.

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GHG Emissions Summary

Emission Type	2024 (tCo2e)	2023 (tCO2e)	2022 (tCO2 only)
Scope 1 (Direct)^{1, 2}
Aircraft fuel	872,158	946,243	985,870
Ferry flights	N/A	752	N/A
Ground Support Equipment^{3, 4}	39	107	898
Natural Gas	900	753	N/A
Vehicle fleet	367	898	N/A
Total Scope 1	873,464	948,753	986,768
Scope 2 (Purchased)
Electricity	1,941	1,590	3,053
Total Scope 2	1,941	1,590	3,053
Scope 3 (Indirect)⁶
Leased aircraft fuel (owned)⁵	18,377	958,426	908,924
Leased aircraft fuel (managed)⁵	N/A	506,732	460,796
Total Scope 3	18,377	1,465,158	1,369,720
Total GHG Emissions⁷	893,782	2,415,501	2,359,541
(1) On December 6, 2024, Chorus completed the sale of its Regional Aircraft Leasing segment, including Falko Regional Aircraft (“Falko”). As a result, we no longer have access to Falko’s GHG emissions data and have not included these calculations in our 2024 reporting. The reduction in emissions recorded in 2024 reflects the removal of the Falko emissions.
(2) Jazz aircraft fuel emissions information is provided by Air Canada. Jazz emission factor source: NIR 1990-2023, Part II, Table A6.1-14, Aviation Turbo Jet.
(3) GSE data doesn’t include fuel that is sourced from other sources (a local gas station) for when vehicles are used for out-of-base work.
(4) The emission factors used in Scope 2 are location-based and specific to the area where the electricity is purchased. Where actual electricity data was not available, we have estimated the emissions based on the occupancy surface by the tenants.
(5) Scope 3 managed aircraft consisted of aircraft that were managed by Falko, but not wholly or majority owned by Chorus, and leased to third parties. As a result of the sale of Falko, Chorus no longer has access to the Falko GHG emissions and therefore has not included this data for its 2024 reporting.
(6) We have not yet been in a position to quantify our Scope 3 emissions beyond leased aircraft fuel, given the complexity of data collection across our value chain.
(7) GHG emissions data is based on best available data at the time of collection.

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Energy Consumption

Fuel Type	Unit	2024	2023
Jet Fuel	Litres	345,296,344	935,289,000
Diesel	Litres	67,126	183,534
Gasoline	Litres	96,816	221,143
Propane	Litres	1,717	1,911
Natural Gas	Cubic Metres	454,993	363,582

Water Consumed & Discharged

Water	2024 Cubic Metres	2023 Cubic Metres
Consumed	5,974	20,896
Discharged	3,747	4,677

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Electricity Consumption

	2024	2023
Electricity	4,457,766 kWh	3,806,582 kWh

Operational Waste

Waste Type	2024	2023	2022	Unit
Hazardous	122	63	N/A	Mt
Composted	0.01	0.05	N/A	Mt
Recycled	147	58.6	58.2	Mt
Landilled	86.5	87.1	72.5	Mt
Diversion Rate	62.9	40.2	44.5	%

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Jazz Safety Metrics

	2024	2023	2022
Fatalities	0	0	0
Lost-time Injuries	144	102	101
High-Consequence Injuries¹	13	11	N/A
Rate of Injuries²	0.3	0.2	0.2
(1) High-Consequence Injuries are defined as injuries that keep employees away from regular duties for six or more months.
(2) Rate of injuries for every 100 full-time employees.

Voyageur Safety Metrics

	2024	2023	2022
Fatalities	0	0	0
Lost-time Injuries	18	10	6
High-Consequence Injuries¹	0	0	N/A
Rate of Injuries²	0.7	0.2	0.2
(1) High-Consequence Injuries are defined as injuries that keep employees away from regular duties for six or more months.
(2) Rate of injuries for every 100 full-time employees.

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